Agreed, as most "agile" workflows try to reduce the contact between stakeholders and the development team. The whole point of Scrum's product owner is to reduce the number of managers down to one, and the idea of things like sprint goal is to say "look, we can promise this by the end of the sprint. Now let us go do it!"
It's just that the internal tools are often abused by traditional managers, instead of leaving them to be tools for the team to manage itself.*
* I don't consider the scrum master to be a manager, as the role of the scrum master is more of a subordinate role than a managing role, a person who helps to smooth the way and referee, not to make sure everyone is working on what he feels is important.